Final. Sourcing Benefits Case & Implementation Plan. January 21, 2011

Transcription

1 Sourcing Benefits Case & Implementation Plan January 21,

2 Contents Executive Summary Approach and Wave Plan Workshop Summary Benefits Case Implementation Plan Appendix 1

3 Executive Summary The State of North Carolina has the potential to realize as much as $30M 60M in General and Highway Fund savings in the coming biennium by strategically sourcing 20 target categories with State Agencies and Community Colleges. The Benefits Case & Implementation Plan is based on analysis of FY 08 FY 10 spending for State Agencies and Community Colleges, and incorporates feedback from the State s leadership as to the timing and categories included in the plan. The Benefits Case & Implementation Plan includes 32 in-scope categories across three groups or waves, with 11 categories targeted in wave 1 and 9 categories targeted in wave 2. Through execution of strategic sourcing, the State could save as much as $46M 96M in annualized procurement savings from all funds over the next three years, or an average of $1.4M 3.0M per month. Savings are based on anticipated spend from State Agencies and Community Colleges; savings could be expanded by extending contract usage to Universities, LEAs and/or Local Governments. Effectively executing sourcing strategies against 32 categories will require an estimated resource pool of 2-3 experienced sourcing professionals per category to support research, analytics, RFx activities, negotiations, contract implementation, and contract management. Immediate next steps would include the State finalizing the start date of sourcing activities and identifying the source of the resources needed to execute the eleven categories in wave 1 of the implementation plan. Implementation of recommend changes to statutes & policies, organization, technology, and strategy & governance will maximize and sustain benefits from strategic sourcing. Notes: 1. Annualized procurement savings assumes the current volume of purchasing remain constant with State Agencies and Community Colleges and may include funding sources outside of the General Fund 2. Actual savings realized may be impacted by factors such as the elimination of federal stimulus funds and budget reductions, and will be further dependent on governance, organizational, and statutory changes. 3. The spend data in this report includes direct payment data from NCAS and purchase order data from eprocurement, and does not necessarily represent the exact dollar amount actually paid to third party vendors. 2

4 Contents Executive Summary Approach and Wave Plan Workshop Summary Benefits Case Implementation Plan Appendix 3

5 Approach - Overview To develop the benefits case, potential annualized procurement savings are projected over time building on the findings of the Sourcing Assessment. Sourcing Assessment Benefits Case and Implementation Plan Gather Data and Refresh Analysis Refresh Final Report Select Savings Scenario Develop Business Case Develop Implementation Plan Collect FY2010 NCAS and eprocurement Data Normalize Data Add new data to spend database Validate Findings Develop survey templates Survey NC procurement stakeholders Document survey discussion findings Identify opportunities for North Carolina to generate procurement benefits and estimated the time to achieve that benefit Quantify the potential benefits associated with the identified opportunities Prioritize the opportunities based on potential benefit and ease of implementation Identified, Quantified, and Prioritized Benefits Identify key NC stakeholders for selecting an implementation approach Review category priority, wave plan, with key NC stakeholders during the Wave Plan Review Workshop Finalize wave plan and select start dates for each wave Develop benefits timeline by projecting annualized savings over time Link the benefits timeline to the State s budget cycle to estimate budget impact Conduct secondary analysis to determine portion of benefits expected to impact General and Highway Funds Estimate the number of resources required to implement the wave plan assuming use of leading practice methodologies Determine the high-level skill set of the resources required to execute leading practice methodologies The Sourcing Assessment identified strategic sourcing opportunities, quantified benefits (potential savings), and prioritized opportunities The Benefits Case and Implementation Plan utilizes the benefits (potential savings) from the Sourcing Assessment and projects them over time along with identifying the resources need to execute Strategic Sourcing 4

6 As a result of the workshop, the following adjustments were made to the Wave Plan: Freight and Freight Supplies Moved from wave 1 to wave 2 IT Services Moved from wave 2 to wave 1 Office Equipment Moved from wave 2 to wave 1 Approach - Wave Plan Workshop Summary The Wave Plan Review Workshop served as the forum to gather additional feedback from the State s leadership on the initial wave plan provided as part of the Sourcing Assessment Deliverable. The updated wave plan reflects: Potential annual savings of $46M-96M 32 in-scope categories 3 waves of strategic sourcing Wave 1: 11 Categories Wave 2: 9 Categories Wave 3: 12 Categories Notes: 1. Annualized procurement savings assumes the current volume of purchasing remain constant with State Agencies and Community Colleges and may include funding sources outside of the General Fund 2. Actual savings realized may be impacted by factors such as the elimination of federal stimulus funds and budget reductions, and will be further dependent on governance, organizational, and statutory changes. 3. The spend data in this report includes direct payment data from NCAS and purchase order data from eprocurement, and does not necessarily represent the exact dollar amount actually paid to third party vendors. 5

7 Approach Benefits Case To develop the benefits case, potential annualized procurement savings are projected over time taking into account the state s budget cycle. Sourcing Assessment Benefits Case Category Benefits Category Duration Category Sourcing Timing Estimate Budget Impact Benefits Reoccur Strategic Sourcing Opportunities are identified, quantified, and prioritized using North Carolina Data, Industry Trends, Category Benchmarks, Leading Practices, NC Observations (see Sourcing Assessment for additional details). The duration of the strategic sourcing effort expected to be needed to achieve the potential benefits are estimated (see Sourcing Assessment for additional details). The expected start date for sourcing each category is determined Based on the category duration the end date of sourcing can then be estimated The annualized benefits from sourcing can then be accounted for in the budget of the fiscal year following the completion of sourcing though a budget reduction Although not accounted for in the budget of the FY that sourcing is completed there is an immediate benefit to the state in the form of reduced cost for goods and/or services The budget reduction is continued into budgets for future years producing a Recurring benefit and lowering ongoing operating costs. Office Supplies Example Annual Addressable Spend: $18.2M Potential Savings: 10% - 20% Potential Annual Savings (Lowest %): $1.8M 6 s expected to achieve potential benefit Sourcing Start Date: March 2011 Sourcing End Date: August 2011 $1.8M in annualized reduced cost for office supplies is accounted for in the FY13 budget (additional savings would begin in FY12 as soon as a new contract is in place) One Time Budget Reduction Recurring Benefit (lower ongoing operating cost) FY'13 FY'14 FY'15 FY'16 FY'.. $1.8M 1.8M 1.8M 1.8M 1.8M Notes: 1. Annualized procurement savings assumes the current volume of purchasing remain constant with State Agencies and Community Colleges and may include funding sources outside of the General Fund 2. Actual savings realized may be impacted by factors such as the elimination of federal stimulus funds and budget reductions, and will be further dependent on governance, organizational, and statutory changes. 3. The spend data in this report includes direct payment data from NCAS and purchase order data from eprocurement, and does not necessarily represent the exact dollar amount actually paid to third party vendors. 6

8 Contents Executive Summary Approach and Wave Plan Workshop Summary Benefits Case Implementation Plan Appendix 7

9 Benefits Case - Sourcing Wave Plan Summary The wave plan prioritizes the 32 in-scope categories into three waves based on savings opportunity and ease of implementation elements. Recommended Sourcing Waves Wave 1 Wave 2 Wave 3+ Ease of Implementation Elements Category sourcing complexity Entity spend distribution Market conditions North Carolina readiness Notes: 1. Annualized procurement savings assumes the current volume of purchasing remain constant with State Agencies and Community Colleges and may include funding sources outside of the General Fund 2. Actual savings realized may be impacted by factors such as the elimination of federal stimulus funds and budget reductions, and will be further dependent on governance, organizational, and statutory changes. 3. The spend data in this report includes direct payment data from NCAS and purchase order data from eprocurement, and does not necessarily represent the exact dollar amount actually paid to third party vendors. 8

10 Benefits Case - Addressable Spend Overview The team reviewed $4.03 billion in total FY 10 spend to identify the spend most likely addressable through strategic sourcing. FY 10 Spend ($B) $4.5 $4.0 $3.5 $3.0 $2.5 $2.0 $4.0B Addressable Spend Identification Process Removed: LEAs, University, and Local Gov. $3.4B Removed: Out of Scope, Unclassified, and Misc. Categories 1 $3.1B Removed: Categories not as likely to produce significant benefits $2.4B Addressable spend across the 32 target categories Removed: Spend strategic sourcing can not likely impact 2 $1.5 $1.0 $0.8B $0.5 $ of 93 Categories Total Spend (Mapped Spend) 93 of 93 Categories State Agency and C.C. Spend 83 of 93 Categories Classified Spend Categories 32 of 93 Categories Sourceable Spend 32 of 93 Categories Addressable Spend Notes: 1. Annualized procurement savings assumes the current volume of purchasing remain constant with State Agencies and Community Colleges and may include funding sources outside of the General Fund 2. Actual savings realized may be impacted by factors such as the elimination of federal stimulus funds and budget reductions, and will be further dependent on governance, organizational, and statutory changes. 3. The spend data in this report includes direct payment data from NCAS and purchase order data from eprocurement, and does not necessarily represent the exact dollar amount actually paid to third party vendors. 9

11 Benefits Case Annualized Savings Summary The potential annualized procurement savings of $46M - $96M is divided among the 32 categories and three waves of sourcing. Category Wave Annual Addressable Spend ($M) Annual Savings Low ($M) Annual Savings High ($M) Category Wave Annual Addressable Spend ($M) Annual Savings Low ($M) Annual Savings High ($M) Category Wave Annual Addressable Spend ($M) Annual Savings Low ($M) Annual Savings High ($M) Roadway Building Materials 1 $125.2 $5.0 $10.0 Freight and Freight Supplies 2 $11.0 $0.6 $1.1 Micro Computers and Peripherals Architecture and Engineering Services 3 $28.2 $1.4 $2.5 1 $38.1 $3.8 $7.6 Industrial Equipment Rental 2 $35.6 $1.4 $2.8 Drugs and Pharmaceuticals 3 $21.7 $0.4 $1.7 IT Services 1 $44.1 $4.4 $6.6 Safety and Security Equipment and Supplies 2 $13.5 $0.7 $2.0 Radios and Communication Equipment 3 $15.0 $0.3 $1.5 Food 1 $37.8 $3.0 $5.7 Fuels 2 $43.1 $0.9 $1.7 Furniture and Fixtures 3 $11.8 $0.6 $1.2 Office Supplies 1 $18.3 $1.8 $3.7 Network Equipment 2 $10.5 $0.5 $1.6 Telecommunications 3 $13.0 $0.3 $1.3 Med/Lab Supplies and Equipment 1 $24.8 $1.2 $2.5 Advertising and Marketing 2 $25.7 $1.3 $2.6 Administrative Services 1 $9.0 $0.7 $1.3 Auto Service and Parts 2 $20.8 $0.8 $2.5 Cleaning Equipment and Supplies MRO Supplies and Equipment 1 $5.1 $0.5 $1.0 Construction and Building Management Services Mini/Mainframe Computers and Peripherals Agricultural Equipment and Supplies 3 $10.3 $0.5 $1.0 3 $7.0 $0.6 $0.8 2 $45.8 $2.3 $6.9 Rent/Real Estate 3 $12.5 $0.4 $0.9 1 $66.8 $5.3 $10.0 Health Services 2 $34.8 $1.7 $3.5 Print 3 $7.6 $0.4 $0.8 Auto 1 $73.9 $3.7 $7.4 Total (Wave 2) $240.8 $10.2 $24.7 Software 3 $10.9 $0.2 $0.9 Office Equipment 1 $8.6 $0.9 $1.7 Industrial Equipment and Service 3 $6.8 $0.3 $0.7 Total (Wave 1) $451.7 $30.5 $57.5 Legal Services 3 $1.7 $0.1 $0.2 Total (Wave 3) $146.5 $5.4 $13.5 Total (All Waves) $839.0 $46.1 $95.7 Notes: 1. Annualized procurement savings assumes the current volume of purchasing remain constant with State Agencies and Community Colleges and may include funding sources outside of the General Fund 2. Actual savings realized may be impacted by factors such as the elimination of federal stimulus funds and budget reductions, and will be further dependent on governance, organizational, and statutory changes. 3. The spend data in this report includes direct payment data from NCAS and purchase order data from eprocurement, and does not necessarily represent the exact dollar amount actually paid to third party vendors. 10

12 Benefits Case All Funds Accounting for annualized savings, resulting from strategic sourcing, in the budget process reduces ongoing operating costs. Sourcing Wave Potential Annualized Benefit Expected of Sourcing Completion FY 12 FY 13 FY 14 FY 15 FY 16 Wave 1 $30.5 Oct 11 - $30.5 $30.5 $30.5 $30.5 Wave 2 $10.2 May 12 - $10.2 $10.2 $10.2 $10.2 Wave 3 $5.4 Oct $5.4 $5.4 $5.4 Potential Budget Reduction (sum of budget reductions) N/A N/A - $40.7 $ Note: Successful procurement transformation preserves achieved benefits and should result in additional benefits beyond the three identified waves. Potential Annual Benefit (sum of budget reduction and Recurring benefit) N/A N/A - $40.7 $46.1 $46.1 $46.1 : Budget Reduction Potential Cumulative Benefits (sum of potential annual benefit for all fiscal years) *See page 21 for General and Highway Fund Benefits Case N/A N/A - $40.7 $86.8 $132.9 $179.0 *Numbers In Millions : Recurring Benefit Benefits Case Assumptions Assumes full purchasing compliance from State Agencies and Community Colleges and current purchasing volumes of sourced categories remain constant Assumes benefits from sourcing are accounted for in the budget of the fiscal year following the completion of sourcing Assumes lowest percent savings for each category and wave are achieved (see page 10 for ranges) Notes: 1. Annualized procurement savings assumes the current volume of purchasing remain constant with State Agencies and Community Colleges and may include funding sources outside of the General Fund 2. Actual savings realized may be impacted by factors such as the elimination of federal stimulus funds and budget reductions, and will be further dependent on governance, organizational, and statutory changes. 3. The spend data in this report includes direct payment data from NCAS and purchase order data from eprocurement, and does not necessarily represent the exact dollar amount actually paid to third party vendors. 11

13 Contents Executive Summary Approach and Wave Plan Workshop Summary Benefits Case Implementation Plan Appendix 12

14 Sample Wave 1 Staffing Structure Successful implementation of strategic sourcing as a component of long-term procurement transformation will require participation from North Carolina resources and support from external resources. Sample Wave 1 Staffing Structure Notes: NC team resources are expected to be 80% of a single resources time not.8 FTE spread across multiple resources 13

15 Mar 11 Oct 11 May 12 MRO Supplies and Equipment Auto Office Equipment Freight and Freight Supplies Industrial Equipment Rental Safety and Security Equipment and Supplies Fuels Network Equipment Advertising and Marketing Auto Service and Parts Construction and Building Management Services Health Services Implementation Plan The Implementation Plan begins sourcing activities in March 2011, with three waves and 32 categories reaching completion by November Roadway Building Materials Micro Computers and Peripherals IT Services Food Office Supplies Med/Lab Supplies and Equipment Administrative Services Cleaning Equipment and Supplies FTE Staffing Assumptions: FTE estimates assume involvement from external experienced sourcing professionals as well as NC sourcing professionals FTE efficiency will increase as State resources build and apply leading practice sourcing skill sets Actual FTE requirements per month will be dependent on category start dates, category team support structure, and mix of North Carolina versus contracted resources Wave 1 Wave 3 Architecture and Engineering Services Drugs and Pharmaceuticals Radios and Communication Equipment Furniture and Fixtures Telecommunications Mini/Mainframe Computers and Peripherals Agricultural Equipment and Supplies Rent/Real Estate Print Software Industrial Equipment and Service Legal Wave 2 FTE Estimates Low FTE High FTE Oct 12 Notes: 1. Annualized procurement savings assumes the current volume of purchasing remain constant with State Agencies and Community Colleges and may include funding sources outside of the General Fund 2. Actual savings realized may be impacted by factors such as the elimination of federal stimulus funds and budget reductions, and will be further dependent on governance, organizational, and statutory changes. 3. The spend data in this report includes direct payment data from NCAS and purchase order data from eprocurement, and does not necessarily represent the exact dollar amount actually paid to third party vendors. 14

16 Sample Sourcing Methodology The current implementation plan requires resources that have skills in each area of a strategic sourcing methodology. Key Activities Accenture Seven-Step Strategic Sourcing Methodology Negotiate & Kickoff & Profile Develop Screen Conduct Develop Assess Internally & Category Suppliers & Competitive Sourcing Opportunity Externally Strategy Selection Exercise with Recommendation Factors Supply Mkt Develop Benefits Case Develop Category Analysis Plan High-Level Data Collection and Analysis Profile Category Develop Sourcing Build TCO Objectives Model Fast Track for Identified Quick Wins Conduct Industry Analysis Develop Sourcing Strategies & Tactics Create Supplier Selection Criteria Conduct Supplier Analysis Complete Traditional RFP Process - AND/OR - Conduct eauction(s) - AND/OR - Collaborate w/ Incumbent Supplier(s) Prepare Fact- Based Negotiation Packages Negotiate Agreements Implement Agreements Rollout Agreements and Monitor KPIs Develop Implementation Plan Potential Deliverables Spend Analysis Category Profiles Sourcing Waves Internal Profile External Profile TCO Model/CRI s Category Strategy To-Be Processes Sourcing Objectives Potential Supplier Long List Selection Decision Matrix RFI (optional) RFP / RFQ Reverse Auctions Collaborative Discussions Potential Suppler Short List Fact Based Negotiation Package Sourcing Recommendation Category Value Proposition Finalized Agreements Implementation Plan 15

17 Role Requirements In order to implement each wave of strategic sourcing, resources will need a strong procurement skill set. Kickoff and Assess Opportunities Continually evaluate category priorities based on current opportunities Leverage spend database to confirm present opportunities and evaluate future opportunities Conduct spend analysis and create spend reports Define commodity segmentation/ spend breakdown via spend analytics Understand high level spend and opportunities as identified in spend database Identify commodity stakeholders for key commodities Review categories for potential sourcing triggers such as contract renewal alerts, new demand arising from new capital projects, changes in market conditions, vendor issues, changes in operational demand forecasts, revisions to financial targets, etc. Identify commodity constraints and requirements through stakeholder engagement Profile Internally & Externally Work with key entity stakeholders/core team to gather and assess requirements and map procurement flow Evaluate category importance and measure customer values Leverage specific category knowledge from known experts in category profiling Profile current sourcing / buying practices, category characteristics, constraints Understand key drivers of Total Cost of Ownership for the category, including price, administrative / process costs, usage costs, etc. Develop TCO category baseline; allow for adjustments based on future changes in TCO elements Gather transaction-level spend details from data sources Collect existing specifications and standards Understand industry trends and competitive forces using tools like Porter s Five Forces analysis, industry cost analysis, etc. Identify potential vendors and market segments Understand current cost structure of vendor industry Develop internal and external profiles for each category Assess potential supplier capabilities, positioning and financials 16

18 Role Requirements In order to implement each wave of strategic sourcing, resources will need a strong procurement skill set. Develop Category Strategy Leverage current data and profiling analysis, working collaboratively with the stakeholder team, in order to determine appropriate sourcing objective(s), strategies and internal change tactics. Examples include: Best Price Analysis, Demand Management, Volume Leveraging, Process Improvement, and Strategic Relationship Management Evaluate strategy potential risks, business impact and opportunity sizing Determine bid mechanism, such as RFP, RFQ, eauction, collaborative discussions, direct negotiation, etc. Screen Suppliers and Selection Factors Conduct RFI (as needed) Review vendor long list and pre-quality suppliers Evaluate supplier financials Identify selection factors based on stakeholder input and industry knowledge that accurately capture business requirements and facilitate vendor differentiation. Compile selection factors into vendor scorecard to determine which vendors to include in bid process Conduct Competitive Exercise with Supply Market Determine scope/timing of competitive exercise Build competitive tender and solicit internal input / approval Develop effective qualitative questions that allow a vendor to thoroughly explain their capabilities as they apply to the stakeholders, while also soliciting the answers to allow scoring using the established selection criteria Build Bid Analysis Worksheet or Database allowing comparisons of basic price quotes across vendors Coordinate and prepare vendor communications Communicate event and distribute RFP Answer questions from vendors and clarify as needed Conduct vendor bid conferences as needed Evaluate and confirm RFP responses and supplier capabilities Identify/confirm ranges for savings potential based on RFP responses as compared to the TCO category baseline 17

19 Role Requirements In order to implement each wave of strategic sourcing, resources will need a strong procurement skill set. Negotiate and Develop Sourcing Recommendations Develop RFP response scenarios including sourcing alternatives such as As-Is (current situation), current vendors with new prices (post RFP), $0 on the table (highest savings), and To-Be (recommendation). Define negotiation strategy, clearly documenting objectives, location, timing and participants involved in negotiations Identify and document all strategic levers and counter levers Define negotiation team, roles and responsibilities Conduct negotiations (one or multiple rounds) Document results achieved Obtain approval from management for award Sign letters of intent or contingent agreement Ensure business requirements are agreed-to by both parties, including service level agreements, key performance indicators, vendor reporting requirements, etc. Calculate final identified savings as compared to the TCO baseline, including projections for savings through the life of the contract term Implement Agreements Develop preliminary implementation plan describing the process to implement the new agreement, any process changes, or other improvements Develop communication plan incorporating the steps required to facilitate the various stages of the transition to the new sourcing environment Communicate award strategy and implementation plan internally and externally Identify vendor metrics critical to making sure your selected vendors are on track to meet expectations Refine and finalize implementation plan after integrating operations and vendor input Execute implementation plan by issuing communications both internally and externally, conducting the first vendor performance meetings, and managing any required vendor transition Track and report category performance metrics and savings; develop and review vendor scorecards/kpis Manage relationships with vendors for specified categories, resolving issues between vendors and internal customers 18

20 Contents Executive Summary Approach and Wave Plan Workshop Summary Benefits Case Implementation Plan Appendix 19

21 General and Highway Fund Analysis Process The benefits case for the General and Highway Fund is estimated by utilizing the FY09 North Carolina Budget by Function, Department, and Source of Funds. General Fund Analysis Process 1. The percentage of each entity s Total Budget Excluding Transfers from the General and Highway Fund was estimated (source: North Carolina, Post-Legislative Summary, ; Appendix Table 3B: Total North Carolina State Budget by Function, Department, and Source of Funds) (Source: Community College Budget Documents) 2. The percentage of General and Highway Funding for each entity (from step 1) was multiplied by the Total Spend for each Entity by Category as determined by the Sourcing Assessment 3. The General and Highway Fund Spending for each entity in each category was added to determine the General Fund Spending for each category 4. Addressable Spend and Estimated Savings percentages from the Sourcing Assessment are applied to determine the potential General Fund benefits 5. The General and Highway Fund benefits were projected over time using the benefits case process (see slide 6) Notes: 1. Annualized procurement savings assumes the current volume of purchasing remain constant with State Agencies and Community Colleges and may include funding sources outside of the General Fund 2. Actual savings realized may be impacted by factors such as the elimination of federal stimulus funds and budget reductions, and will be further dependent on governance, organizational, and statutory changes. 3. The spend data in this report includes direct payment data from NCAS and purchase order data from eprocurement, and does not necessarily represent the exact dollar amount actually paid to third party vendors. 20

22 Benefits Case General and Highway Funds The benefits case for the General and Highway Fund is estimated by utilizing the FY09 North Carolina Budget by Function, Department, and Source of Funds. Sourcing Wave Potential General and Highway Fund Annualized Benefit Expected of Sourcing Completion FY 12 FY 13 FY 14 FY 15 FY 16 Wave 1 $22.3 Oct 11 - $22.3 $22.3 $22.3 $22.3 Wave 2 $7.3 May 12 - $7.3 $7.3 $7.3 $7.3 Wave 3 $3.9 Oct $3.9 $3.9 $3.9 Potential Budget Reduction (sum of budget reductions) N/A N/A - $29.6 $ Note: Successful procurement transformation preserves achieved benefits and should result in additional benefits beyond the three identified waves. Potential Annual Benefit (sum of budget reduction and Recurring benefit) Potential Cumulative Benefits (sum of potential annual benefit for all fiscal years) N/A N/A - $29.6 $33.5 $33.5 $33.5 N/A N/A - $29.6 $63.1 $96.6 $130.1 : Budget Reduction : Recurring Benefit *See page 11 for all Funds Benefits Case *Number in Millions Benefits Case Assumptions Assumes full purchasing compliance from State Agencies and Community Colleges and current purchasing volumes of sourced categories remain constant Assumes benefits from sourcing are accounted for in the budget of the fiscal year following the completion of sourcing Assumes lowest percent savings for each category and wave are achieved (see page 10 for ranges) Notes: 1. Annualized procurement savings assumes the current volume of purchasing remain constant with State Agencies and Community Colleges and may include funding sources outside of the General Fund 2. Actual savings realized may be impacted by factors such as the elimination of federal stimulus funds and budget reductions, and will be further dependent on governance, organizational, and statutory changes. 3. The spend data in this report includes direct payment data from NCAS and purchase order data from eprocurement, and does not necessarily represent the exact dollar amount actually paid to third party vendors. 21